WEST INDIES CRICKET BOARD PRESIDENT’S REPORT 2007–2013 | THE STAR

At the time of assuming the office of the President of the West Indies Cricket Board on July 29, 2007 the West Indies Cricket Team – the performance of which serves as the very barometer by which the health and stability of West Indies Cricket is judged – had under-performed in the Cricket World Cup, not being able to progress beyond the Super8s. Our own hosting of the event, for the very first time, was widely maligned and criticized.

After prevailing against Pakistan, Zimbabwe and Ireland, our team lost to New Zealand, Australia, Sri Lanka, South Africa and England, managing only a consolation victory over Bangladesh when their fate had been decided. A few months later our beloved team bowed out of the first round of the inaugural ICC World Twenty20 losing key matches to South Africa and the lowly rated Bangladesh. Prior to these limited overs results the West Indies endured 2-0 and 3-0 series losses against Pakistan and England respectively in 2006 and 2007. Off the field there was an acrimonious and contentious relationship with critical stakeholders – players, sponsors, media, the public.

These results spelt an unmistakable tale of woe and worry, disrepair and general frustration. The decline of West Indies cricket was a favoured topic for commentators, pundits, media analysts and the average fans everywhere. There was a much lamented downward spiralling, causing the leading cricket journalist in the region – Tony Cozier – to conclude that West Indies cricket was “fast becoming an irrelevancy” in the world game. The spiralling needed to be halted. The process to achieve this would neither be painless nor popular. The Board began this process by studying the decline and instituting some long overdue changes.

In my initial term as President I had outlined at the inception that “one of the major concerns is the credibility of the WICB. I observed then that this issue “goes beyond our public image and strikes at the heart of the character of the corporation.” It was a matter that we had to address since, as I outlined, “our ability to attract additional support, especially from the private sector, is dependent on both our reputation as an organization and the success of our teams.” I recall the assessment I made and reflect on the dire times we were in.

“Our stakeholders represented by the Caribbean cricket supporters and spectators, the governments, civil society and non government organizations, the media, and our own shareholders are not satisfied with the WICB’s performance on and off the field. The WICB brand has diminished in value and is in desperate need of redefinition and revitalization.” Looking ahead there were two areas which I wish to highlight given their signal importance. 1) Establishment of the West Indies Cricket Academy. 2) Reorganizing the WICB Secretariat after conducting a professional management audit with a view to successfully implementing the plans of WICB. And thus the groundwork commenced.

The journey would have been long and arduous but requiring focus, determination to change course, and zeal. I outlined too the importance of filling the four non-member directorships on the Board with persons who could have added value and bring special and relevant skills to the WICB. But most critically was that after a period of discord, disagreement and disenchantment we needed healing. I was moved to observe thus: “As we move ahead with our focus on cricket development, it is important that we make a special effort to reach out to all the stakeholders of West Indies cricket – the private and public sectors, the players and officials, and, most of all the fans. West Indies
cricket is communal property and it must become more inclusive instead of exclusive.”

My first term as President was characterised by the recognition that the downward spiral needed to be halted but so estranged had critical stakeholders become to the regional game that much time and effort needed to be dedicated to winning people’s trusts; to bringing them back into the fold; to impressing upon them that we were moving in a new and wholesome direction. We, as a Board took the decision to include on the very directorship of this Board a person of the greatest cricketing stature – Clive Lloyd. In addition we brought on Board Sir Hilary Beckles and Clifford Reis. And as a demonstration of the Board’s seriousness in forging a new and inclusive relationship with players, the then President and CEO of the West Indies Players Association Mr. Dinanath Ramnarine was made a director. The process for the full integration of Women’s cricket into the WICB structure also commenced during this period as the foundations for an enabling environment for success began to take shape. However change is often unpopular. And the WICB suffered the consequences of its thrust towards change. By 2009, as the Board signalled its intention and demonstrated its commitment to change there emerged a sense of unease in some quarters. This was perhaps the last attempt to maintain the status quo. We saw players tape up sponsors’ logos on the field, “withdraw their services” and boycott WICB/ICC events. West Indies cricket suffered embarrassment on the international cricketing stage.

This led to the WICB being forced to take a stand against wanton misconduct and outright insubordination. We were left with having to select a replacement team to face Bangladesh and to contest in the ICC Champions Trophy. Whilst the Board was always cognizant that change would have not been widely embraced and would have faced opposition, this level of blatant defiance showed an intent that the road to the reorganization of West Indies cricket would have been an even bumpier one than we had anticipated.

The lonely and disconcerting darkness of dawn before the light of life on a progressive path caused some to resign and lose faith in the cause. The Board however knew that it was not a time to withdraw but to press ahead. The management audit having been completed, the WICB embarked, in earnest, on strengthening management capacity in the areas of administration, cricket operations and development, event management, finance, player relations, media, communications and public relations. Within a few short months the efficiency in the operations of the organization was noticeably improved and was on an upward curve. Today the WICB functions in a professional, efficient and progressive manner as opposed to the days of yore when there were unending complaints about the ad hoc and arbitrary nature of the Board’s operations.

The WICB now had a Project Officer within the Cricket Operations Department whose sole focus was that of Women’s Cricket. A Project Officer was also put in place to deal specifically with Youth Development for youngsters between the 12-17 age group. Another Project Officer dealt exclusively with the Kiddy Cricket Programme which targets kids from 6 to 11 years of age. These initiatives have been overwhelming successes in the management and execution of the programmes and have been widely heralded as re-enlivening a passion and love for the sport.

In addition the Cricket Operations Department itself underwent restructuring and strengthening so that officers could focus on executing in specific areas – such as West Indies Senior Team, regional senior cricket, regional age group cricket, umpiring and other critical areas. It was recognized and identified that the West Indies A-Team programme needed revitalization and strengthening as a critical supporting pillar and pathway to the West Indies team. Increased tours and series were pursued and held with the aim being that the WICB would host one A-Team Series annually and also have the West Indies A-Team undertake one tour annually. A select cadre of players were identified and from among them the best prospects selected for exposure to a higher level of cricket.

To date, we have seen players such as Kieran Powell, Devon Thomas, Adrian Barath, Veerasammy Permaul, Shannon Gabriel, Devendra Bishoo, among others, all emerge from the vibrant West Indies A-Team programme. Others will certainly follow as the A- Team programme affords the more accomplished regional players and those who demonstrate potential to exceed increased opportunities to compete, learn and grow as cricketers.

The WICB, after extensive discussions and consultations with the West Indies Cricket Umpires Association implemented the WICB Senior Umpires Panel and the WICB B- Panel which streamlined the process for the assessment, grading and appointment of umpires. However, it was recognized that confidence in West Indies cricket was at a low and some short-term initiatives were necessary in order to build confidence in the game by both the players and the public at large. This is where the hiring of a Head Coach who understood West Indian culture and West Indian needs was of utmost importance. Coupled with this was a stable Selection Policy with a view to clearly defined medium and long term goals and a complimentary Medical and Fitness Policy.

The Medical and Fitness Policy was developed and implemented throughout the structure of West Indies cricket. Minimum standards were set, training programmes were implemented, workshops were held, up-skilling sessions were executed. There was some resistance to this initiative gear to setting standards and some public fallout, but as part of the process of change and development it was necessary to ensure that the fitness and medical health of the players were at a level which will enable them to compete at the international level.

As it is now, it is clear for all to see the benefits and value of the Medical and Fitness Policy as no longer are we seeing the chronic and regular breakdown of players. As a secondary phase of the Medical and Fitness Policy we are now at a stage where select players are benefitting from planned periods of rest which allows them to be fresh and fit for international cricket given the hectic and crammed schedule while allowing worthy and deserving younger players an opportunity to be phased in to international cricket.

Critically, in order to improve relations with players, a Player Relations Officer was hired by the WICB. Immediately, the officer sought to establish professional, mutually- beneficial relationships with the players to help augment the WICB understanding of their needs and ambitions in a clearer and more definitive manner. The officer was also tasked with building player awareness and education on specific areas – most notably anti-corruption and anti-doping. Now it is institutionalised that all age-group tournaments have a Development Seminar Programme built into them.

To return to the issue of player disgruntlement and disaffection, in addition to what has been outlined immediately prior, yet again, I, as is my professional outlook and style, and always keen on a conciliatory approach rather than an acrimonious one, urged that every effort be made to bring all outstanding matters to conclusion by settlement. I did this in good faith and with the best of intentions. Unfortunately subsequent events made it clear that there were not similar intentions across the table.

Nevertheless the business of West Indies Cricket needed to move on. Though cognizant of the scarcity of resources but while being aware too that in the new cricketing landscape our regional players needed to be afforded an opportunity to compete and showcase their skills in the shortest and fast growing and most popular version of the game, the WICB launched the Caribbean Twenty20 tournament in mid- 2010.

After an absence of regional Twenty20 competition for several years, the WICB invested significant amounts in ensuring that the tournament was competitive and that it was fully televised across the region and in select markets around the globe. This hugely successful tournament, the fourth and final edition of which was played this year, allowed players a launch pad to international fame and success. It gave a platform to the Trinidad and Tobago team in particular to compete with distinction in the Champions League and establish their dominance in the Twenty20 format in the region and as one of the most prominent and competitive Twenty20 outfits and brands in the world.

The WICB also undertook to host one of the world’s marquee and most desirable cricketing events – the ICC World T20 Tournament. In addition to the prestige of hosting the event itself, there was another dimension – redemption for the West Indies and the Caribbean after the disappointment and fallout from the hosting of the Cricket World Cup in 2007. The hosting of the WT20 was done with distinction and success. The tournament was efficiently run and managed and received kudos and praise for the manner in which it was generally conducted, not excluding the hosting of the Women’s matches and also with the semi-finals and final of the Women’s matches being played on the same day as the men and also benefitting from a wide television audience which allowed the Caribbean even more worldwide air time to be showcased.

The Sagicor High Performance Centre, a critical pillar upon which the growth and future success of West Indies Cricket would have been built was realised after much hard work and years of talk and promises. The HPC stands today as a testimony to the WICB’s commitment to ensuring that the West Indies players of the future are equipped with the best possible resources, tools and expertise to develop into world class competitors who will serve the region as sporting ambassadors of the highest calibre. When the landscape of West Indies cricket is scanned, the HPC will stand out as a beacon of success, vision and foresight. Of this there can be no doubt. Indeed the HPC will remain as a hallmark of this Board’s unrelenting mission to transform West Indies cricket from decade or so of negative existence to one of positive development.

During this period it was determined and actioned that the WICB must undertake a comprehensive study of the cricketing landscape both within the region and globally. This study would then advise the WICB on the critical components of its action plan for the future. The Board commissioned Deloitte to undertake this study on its behalf. After months of consultations, interviews, workshops and research Deloitte presented their findings which set out in an organized and comprehensive manner the state of West Indies Cricket.

With a solid and thorough understanding of the state of play the Board then formulated a five year Strategic Plan to cover the period 2011-2016. After bringing a halt to the downward slide, strengthening the capacity of its operations, laying the landscape for change, studying the state of cricket and formulating the Strategic Plan the business of the Board was now focussed on implementation. The Board took a most historic decision to invite Mrs. Jennifer Nero to serve as the first female director in West Indies Cricket. Mrs. Nero readily accepted the call of duty and has been an immense asset to the Board since.

The Player Lifestyle Development Programme was launched throughout the cricketing landscape of the region. The PLD targets both young and seasoned cricketers in assisting them to develop as individuals – focussing on such areas as personal development, finance, time management and a number of other areas. In October 2012 the West Indies Team competed with fervour and an unrelenting determination to win the ICC World Twenty20 Championship in Sri Lanka. A combination of the skill, experience and focus of the players, intuitive planning, robust preparation and a vision for success led to the triumph two years before what was targeted in the Board’s Strategic Plan. Notably the West Indies team, for the first time in over 20 years, achieved six consecutive Test match wins.

These are most significant signs yet that the Board’s development programme is on the right path and that their needs to be an uncompromising will to continue to pursue this agenda. Following up on the men’s performance the West Indies Women’s team reached the final of the ICC Women’s World Cup in India. Their admirable performance too was on the basis of a strategic investment in the women’s game by the Board, particularly in the previous term.

In addition to the team performances West Indian players are being consistently ranked among the best players in the world by the ICC player rankings system. This is another indication that the players are receiving the developmental and preparatory support they require to advance their game and contribute to the future success of West Indies Cricket.

The Board has invested in and created an enabling environment for success – both at the individual level for players and at the team level. The Board recognized the specific needs of both the West Indies Men’s and Women’s teams and ensured that both while on tour and as part of their preparations before tours and series they had access to specific skills required in areas where there were deficiencies

There is beginning to emerge a clear and unmistakable stability and consistency of the West Indies team level and while the results are most obvious in the shorter formats the team’s performance in Test cricket is also showing marked signs of improvement and this is expected to continue once the programme is not abandoned. The medium to long-term Selection Policy – which was reviewed in 2013 by the Cricket Committee – continues to be operationalized with a view to achieving targets set in the Strategic Plan – winning the 2015 World Cup and being among the top four ranked Test teams by 2017 when the ICC Test Championships commence.

The WICB, during this period, filed an application to the ICC for funding through the Targeted Assistance Performance Programme and received US$3m over a three year period. This funding is to be used to improve the WICB coaching development programme including but not limited to the upskilling of coaches, particularly at the grassroots level.

The future financial viability and stability – an issue which always of serious concern to the Board, particularly within the framework of the relatively narrow economic landscape which constitutes the Caribbean – was confirmed with the negotiation and signing of a significant media rights deal for the period 2013-2019. This funding will ensure the financial sustainability of the WICB for this decade.

The WICB, in 2012 also concluded arrangements to grant 20 year license to Verus International for the hosting of the Caribbean Premier League which will allow (i) the region’s premier players to showcase their skills, (ii) West Indies cricket fans enjoying a professional Twenty20 league within the region, (iii) significant investment in the Caribbean of over US$200m over the first ten years, (iv) young players to have a global platform to showcase their talents, (v) showcase the Caribbean as a premier tourism destination, (vi) create employment within the region, both long term and seasonal along with the creation of business for the provision of services. West Indies Cricket is on a path to success – some of which we have already begun to experience. The path is clear and has provided early dividends. As a Board the decisions were taken – unpopular and controversial as some might have been – to ensure that the foundations for the future success of West Indies Cricket were set in place.

I report a record, during my terms in office, which was able to achieve this. Much work remains to be done in building upon and broadening these successes and gains to regularize and make consistent the performance of the West Indies Teams and allow West Indies Cricket to be positioned among the premier cricketing entities of the world.

Editors Note: The preceding is being republished, as the former WICB (now Cricket West Indies) president Mr. Julian R. Hunte, explained: “In light of the unfortunate state to which West Indies Cricket has descended. I remain convinced that if the Board had continued on the recommended path we would not be in the position we find ourselves today. I continue to pray for divine intervention in West Indies Cricket.”